Head office attitudes towards inter-organisational learning in Irish non-governmental organisations

The Paris Declaration seeks to increase the effectiveness of international aid. Donor-to-donor cooperation is seen as a key element of this. Given that non-governmental organisations (NGOs) often play a mediating role between donors and recipients, the importance of NGOs harmonising their activities has also been realised. While the value of mechanisms to achieve organisational learning within NGOs is becoming increasingly appreciated, the dynamics involved in sharing organisational learning between NGOs, as a means of harmonising their activities, are poorly understood. Given the significant flows of both public and governmental funding through NGOs, it is important to ensure that NGOs are both accountable for it and able to share their learning with others. This study explores the attitudes of senior head office NGO staff in Ireland towards inter-organisational learning between NGOs working on health-related projects in Africa. The strengths, weakness, opportunities and threats associated with sharing organisational learning are explored through key informant interviews with representatives from 10 NGOs. Content analysis of the transcripts identifies a tension between positive and negative feelings about sharing organisational learning. These tensions include a recognition of the possible increased collaborative power and profile to influence government or raise funds, along with concerns over possible loss of identity; an anticipated increased knowledge of the sector, along with concern about the relatively weaker positioning of smaller NGOs; the desire to be open with others involved in similar work, along with the fear of initiatives being stolen and the consequences of disclosing poor outcomes; the value of a more structured way of relating to each other, along with a concern with being over-structured in their relations, or losing influence in collaborative efforts; and the desire to learn from others along with frustration that NGOs existing mechanisms and commitments to achieve organisational learning are insufficient. These tensions, while real, need not necessarily prohibit attempts to promote organisational learning between NGOs and, in so doing, contribute to increasing the effectiveness of international aid. The extension of the present analysis to collaborations facilitated through strategic alliances is recommended.